CTA moving toward the future : mission and programs

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JUL 81987

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WALTER H. CLARK

Chairman

ROBERT E. PA AS WELL

Executive Director

April 1987

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CHICAGO TRANSIT BOARD

Walter H. Clark

Chairman

James I. Charlton
Natalia Delgado
J. Douglas Donenfeld
John J. Hoellen
Milton Holzman
Howard C. Medley, Sr.

Robert E. Paaswell

Executive Director

April 1987

H £

CHICAGO TRANSIT AUTHORITY

MOVING TOWARD THE FUTURE:

MISSION AND PROGRAMS

Table of Contents

Section

Executive Summary

1. CIA Mission

2. Resources

3. Service

4. Marketing

5. Budget, Cost Efficiencies and Unmet Needs

6. Programs and Timetable

7. Partnerships

Page

i

1
2
3
4
5
9
16

EXECUTIVE SUMMARY

EXECUTIVE SUMMARY

Chicago Transit Authority Moving Toward the Future:
IVIission and Programs

The Chicago Transit Authority (CTA) operates the second largest transportation
system on the North American continent. On weekdays, 2.1 million trips — 1.6 million
on bus and 500,000 on rail — are made on CTA. In 1986, 611.7 million trips were
taken on 2,247 buses operating over 134 routes and 1,201 rapid transit cars
operating over 6 routes. Of the total trips, 475,000 were made by disabled
passengers using CTA's unique "Special Service" program.

The CTA service area covers 220 square miles — the City of Chicago plus 38
suburbs — with a total population of 3.7 million persons. In fact, 87% of the region's
transit passenger trips are made on the CTA. The CTA's greatest market is the
Chicago Central Business District, where it accommodates 65% of the work trips.

The CTA provides around-the-clock service — 365 days a yean

There is a deep commitment at the CTA to making its current and potential rider-
ship aware of the many routes and services that are already available to meet their
needs. Further, CTA planners and researchers are currently exploring demographic
trends, sub-markets and emerging economic activity centers, to tailor its services
to respond to change.

The CTA is also a substantial component of the Chicago area employment base.
With 12,500 employees, CTA ranks as the 14th largest employer in Illinois.

For 1987, CTA's total budget is $885.9 million, with $631.4 million apportioned for
operating and $254.5 million apportioned for capital expenditures. The CTA im-
plemented numerous operating efficiencies and budget reductions, resulting in
positive budget balances for the last four years. These positive balances have been
utilized for rail car repairs, bus washers, utility vehicles and coin counters.

To achieve its goals, CTA carries out a wide variety of programs ranging from preven-
tive maintenance, rail studies, passenger security, computer automation, marketing,
special service, joint public/private development and affirmative action. The
timeframe for these numerous programs is listed in Section Six of this report.

Through partnerships with other governments, businesses and citizens, CTA plans
for the future, implements new programs and provides transit service. In 1986, 87%
of the CTA's capital program dollars went to numerous private sector contractors.
Moreover, the Authority encourages public input and inquiries through its very ac-
tive Citizens Advisory Board and other community interests.

The Chairman of CTA, as a permanent member of the Regional Transportation
Authority (RTA) Board, plays a decisive role in shaping regional transit policy. The
CTA also participates in a host of local and regional planning and capital projects.

This report explains both CTA's mission and programs and the basic facts about
the system and services. Sections One, Six and Seven offer the reader an in-depth
look at the CTA's mission and programs. Sections Two, Three, Four and Five con-
tain facts and figures about the CTA and its service.

CTA MISSION

CHICAGO TRANSIT AUTHORITY

MOVING TOWARD THE FUTURE:

MISSION AND PROGRAMS

1. CTA MISSION

The mission of the Chicago Transit Authority is to provide high quality transit ser-
vice that meets the needs of metropolitan Chicago and positively influences the
region's development.

Key Goals:

0 To deliver convenient, on-time service to people in the service area.

0 To maintain the highest possible standards of passenger safety and security.

0 To establish sensible, efficient and equitable fares.

0 To tailor routes and schedules to the changing travel patterns of the public.

0 To increase CTA's share of the local travel market through a better understand-
ing of consumer preferences.

0 To enhance communication with the public.

0 To coordinate transit with urban development so that the region's resources
are used most efficiently, and environmental quality improved.

0 To strengthen and stabilize CTA's financial position through the application
of new technologies or strategies and the redeployment of existing resources.

0 To enforce the highest standards of professionalism and integrity.

0 To increase fairness in hiring and contracting.

0 To foster a working environment conducive to safety, productivity and
excellence.

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MARKETING

4. MARKETING

0 The Transit Industry Faces Strategic IVIarketing Challenges:

- CTA's main competitor, the auto, has expanded its market share in Chicago
and is always aggressively marketed. The national auto industry spent $3.23
billion on advertising in 1986.

- Public funding revenues are under continuing threat of reduction or
elimination.

- New demographic and economic activity patterns require new services.

0 Rider Profiles:*

- 70.8% of the CTA's total ridership do not have an auto available.

- 63.4% of CTA's ridership is female.

- 33.6% of CTA's ridership is under 25 years of age, 57% is 25-64 years old,
and 8.5% is 65 and over.

0 Market Studies:"

- Getting to the work place on time is most important to travelers.

- Safety from crime and accidents, comfortable temperatures and ease of use
are important to both transit and auto users.

- Transit users view cost and schedule flexibility as moderately important, giv-
ing more importance to cost than do auto users.

- Transit users view the performance of CTA as being moderately good with
respect to time, cost and ease of use.

- Commuters believe that CTA's record needs to be improved in the areas of
safety from crime, schedule adherence and comfort — CTA is addressing
these issues with specific programs in 1987.

0 CTA Is Turning Challenges Into Opportunities With Strategic Marketing:

- CTA will continue to survey riders and non-riders for better market
identification.

- CTA management will continue to analyze and shape future markets.

- Marketing strategies will be developed utilizing the analysis of the survey
information.

- CTA will make adjustments in service quality, public information and routes
in order to meet market needs.

- Promotional programs will be designed to implement the marketing strategies.

- CTA will evaluate the success of marketing campaigns.

From CTA system-wide "Origin-Destination Study", Chicago, 1978.

From "Commuter Railroad Usage and Mode Choices in the Chicago Area,"

Market Opinion Research, Chicago, 1985.

4- ^^

BUDGET

5. BUDGET, COST EFFICIENCIES AND UNMET NEEDS

- The Government Financial Officers Association of the United States and
Canada (GFOA) presented an Award for Distinguished Budget Presentation
to the Chicago Transit Authority for its annual budget for 1986. This is but
one example of CTA "Striving for Excellence."

- The CTA's proposed Operating and Capital Budgets for Fiscal Year 1987 total
$885.9 million.

0 1987 Operating Budget:

1987 OPERATING BUDGET
$631.4 Million
Sources of Funds Uses of Funds

Other System

Generated

Revenue

2.8%

Material

Fuel 2.3%

Power 3.8%
» Prov for l&D

3.8% other

* Provision for insurance and Damages

0 Recent Cost Efficiencies:

- Numerous operating efficiencies and budget reductions have resulted in
positive budget balances for the last four years:

1983 = $20.2 million

1984 = $26.2 million

1985 = $18.2 million

1986 = $26.2 million

- In 1983-84, these positive balances were returned to the RTA to help regain
fiscal solvency in regional transit. In 1985-86, these funds were utilized by
CTA for rail car repairs, bus washers, utility vehicles and coin counters.

^a

5. BUDGET, COST EFFICIENCIES AND UNMET NEEDS (continued)

- Reduced cost-of-living formula achieved through labor arbitration saved $140
million over the life of the contract (1980-84).

- Pension nnoratorium saved $127 million (1982-84).

- CTA is exploring various fare structure options that it believes would be more
sensible, efficient and equitable in terms of revenue yields vs. potential rider-
ship loss.

0 Fare Box Recovery Ratio:

- The RTA is required by state statute to recover at least 50% of its operating
cost through rider fares.

- CTA's 1987 Operating Budget features a farebox recovery ratio of 51.2%, no
fare increases and public funding frozen at 1986 levels.

- Over the last five years CTA's farebox recovery ratio has increased by 16%,
while the recovery ratios for Metra and Pace declined by 5% and 12%
respectively.

- CTA's farebox recovery ratio is better than peer transit systems in cities across
the nation.

•1984 Farebox Recovery Ratio
CTA vs. Peer Systems

'Latest available figures

6-

Fia

5. BUDGET, COST EFFICIENCIES AND UNMET NEEDS (continued)

0 1987 Capital Budget:

- CTA's 1987 Capital Progrann features vehicle replacements, essential repairs
to track and structure and rehabilitation of support facilities.

- Award contracts for 482 new buses and 40 new rail cars.

- Begin construction of a new North Avenue garage and complete construc-
tion of the 103rd & Stony Island garage.

- Install elevators at Adams/Jackson station in the Dearborn subway.

- Continue system-wide renewal of track and elevated structure.

1987 CAPITAL BUDGET
$254.5 Million
Expenditures

Revenues

Maintenance
Facilities

Rail Cars

RTA 5%

Equipment,

Planning,

Misc.

RTA- Regional Transportation Authority
IDOT- Illinois Department of Transportation
UMTA - Urban Mass Transportation Administration

0 1988-91 Capital Program:

- Award contracts for 468 replacement buses and 240 rail cars.

- Replace the 69th Street bus garage with a new facility at 74th and Wood
Streets.

- Install a modernized, automatic revenue collection system at rail stations.

-7

Fia

5. BUDGET, COST EFFICIENCIES AND UNMET NEEDS (continued)

- In concert with the Chicago Department of Public Worl<s (DPW), Urban Mass
Transportation Administration (UMTA), and *he Illinois Department of Transpor-
tation (IDOT), the OTA will participate in a series of projects funded by the
Interstate Transfer program. IVIajor projects for 1987-91 include four major rail
projects:

Estimated
Project Completion Date

Southwest Transit Project 1992

Loop Elevated Rehabilitation 1991

Jackson Park Line Rehabilitation 1990

Howard-Dan Ryan Connection 1990

0 Unmet Needs:

- Public funds for CTA's operating shortfall are required annually on the order
of $300 million.

- The RTA Strategic Plan has identified a need for $280 million annually in
CTA capital improvements above the amount currently programmed and
available.

- Before the next bus delivery, 60% of the CTA's bus fleet will exceed UMTA's
life expectancy of 12 years and will need to be replaced.

Bus

Fleet Size - 2,247

UMTA Life Expectancy - 12 years

Current Average Age - 9 years

% of Fleet over UMTA Expectancy - 60%

% of Fleet under UMTA Expectancy - 40%

- 12.4% of the CTA's rail fleet exceeds the UMTA life expectancy of 25 years
and needs to be replaced.

Rail

Fleet Size - 1,201

UMTA Life Expectancy - 25 years

Current Average Age - 11.4 years

% of Fleet over UMTA Expectancy - 12.4%

% of Fleet under UMTA Expectancy - 87.6%

^,ta

PROGRAMS

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PARTNERSHIPS

7. PARTNERSHIPS

0 CTA and the Private Sector

- In FY 1986 alone, CTA spent over $325 million in purchasing goods and ser-
vices from private sector firms. This represents 87% of CTA's FY 1986 Capital
Program and 30% of the FY 1986 Operating Program.

- Independent contractors are playing an innovative and important role in CTA
activities. Four such areas are as follows:

1) Special Services - In November 1985, CTA converted its entire paratran-
sit service from direct provision to provision through four private carriers.

2) Alternative Service - In 1987, CTA will analyze the potential for private,
off-peak service in low-density portions of the service area.

3) Privatization Potential for Non-Transit Operations - CTA will identify and
evaluate non-operating functions which could potentially be fulfilled by
the private sector at less cost to the CTA.

4) Private Sector Policies and Procedures - A consultant will study and
establish guidelines for procedures by which CTA, private developers and
the City of Chicago would work together effectively.

- There are also several joint development projects being negotiated by CTA
management and private developers.

0 CTA and other Governments

- CTA strives to link its services and planning efforts, wherever possible, to
the activities of the City of Chicago, RTA and other regional governments.

Chicago:

- The CTA works in concert with the City of Chicago on ail major transit im-
provements such as the Southwest Line and the proposed Riverbank Line.

- To enhance safety, the CTA has arranged for Chicago Police Department
patrols on certain bus and rail lines.

- CTA provides extra service throughout the year for special events in the city
— festivals, sports events and tours.

- CTA works with the Chicago Department of Public Works on traffic planning.
The Riegion:

- The CTA shares RTA's goal of improving transit in the region.

- The CTA fully participates in regional transportation planning with the metro-
politan planning agencies — RTA, CATS, and NIPC.

- The CTA Chairman, as a permanent member of the RTA Board, brings the
CTA's expertise to the task of establishing fair and cost-effective regional tran-
sit policy.

- CTA worked out cooperative agreements with the RTA and suburban
municipalities to provide elderly and handicapped transit between Chicago
and adjoining cities.

16-

0 CTA and the Public

- CTA encourages public participation in decision-making in a variety of ways,
such as:

• Citizen participation on boards and committees;

• Receptiveness to consumer advocates, community organizations and
neighborhood groups; and

• Cooperation on requests regarding CTA services, operating policies and
bid information.

^^

CHICAGO TRANSIT AUTHORITY

Chicago Transit Board

Walter H. Clark
Chairman

James I. Charlton

Natalia Delgado

J. Douglas Donenfeld

John J. Hoellen

Milton Holzman

Howard C. Medley, Sr.

Robert E. Paaswell
Executive Director

Authors

Cheri Heramb
Larry Anderson
John Santoro
Kim Hunt-Rhymes

Other Contributors

Jud Lawrie

Judith Genesen

Division of Planning,
Marl<eting, Development

Forms & Procedures

Administrative Services

Manuscript Preparation

Niela Baronick
Darlene Tribue

Cover Design

A I Grady